|
|
The Stop&Think method enables companies to build, capture, and transfer expertise in order to consistently make profitable decisions.
The increasing complexity of work is causing information breakdown and loss,
resulting in decisions lacking accuracy and pace.
(See Space Shuttle Columbia Disaster).
Poor knowledge retention causes skills to be mis-directed and wasted on rework. Organizational expertise never fully emerges.
Stop&Think uses employee intelligence to fuse data into accurate, measurable and reusable sets of knowledge known as
warfighter's infospheres.
Implementation is inexpensive and easy since infospheres favor information already within the organization. The compact Stop&Think method
is forms-driven and based on the natural structure of language; the tool is a directed semantic wiki built into a Microsoft Excel workbook.
Infospheres are merged into workflow using:
Reconfigured productivity and
communication tools.
Collaborative software.
Knowledge sharing structures
such as data models, metadata and
web technologies.
|
Identify intellectual capital |
Flow Potential: the potential % amount that
information velocity can be increased without generating turbulence.
Reduce errors.
Increase equity.
Equity is Expertise.
|
|
 |
|
Value information |
ST-Index: information usability valued as the probability of a task's success.
Determine the risk-adjusted return of a process.
Calculate the dollar value of I.T.
(see
Valuing Information
white paper)
|
|
|
|
|
Reduce Risk |
Real Options: use the ST-Index to incorporate task risk into valuations.
Stabilize margins.
Prevent knowledge loss from attrition.
|
|
|
 |
|
